Knowledge mobilization is the ability to move knowledge – from research, experience, field testing, etc. – to active use. It is especially difficult in a coalition where knowledge may be a commodity that is protected. To learn more about knowledge mobilization, read the following article: https://carleton.ca/communityfirst/2014/so-what-the-heck-is-knowledge-mobilization-and-why-should-i-care/
Step Category Archives:
Reflective Research – Leaders Mobilize Knowledge (T-16)
Explore the following website: http://www.kmbtoolkit.ca/planning Consider the four actions described in the LEADS Link. Consider, can you use any of the processes here to expand knowledge mobilization within a coalition you are a part of? Please upload your reflection below.
LEADS Link – Servant Leadership for Shared Meaning (T-18)
Read the example of the Canadian Alliance on Mental Illness and Mental Health in Chapter 8 of the LEADS text (find it under “Leaders as Coalition Builders” section). Through several strategic discussions in 2015 and 2016, members of the Canadian Alliance on Mental Illness and Mental Health (CAMIMH) committed to a shared goal: speaking with …
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Heroic Deed – Leaders Orchestrate Conflict (T-19)
Heifetz, Grashow and Linsky are some of the leading theorists of what they term “Adaptive Leadership.” They argue that workplaces encounter two types of challenges – technical (like a failing software) or adaptive whereby there are no known solutions or even too many solutions to the problem. In Chapter 11 of their book Adaptive Leadership …
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LEADS Link – Leaders Orchestrate Conflict
Collaborative leaders must be politically astute; and be able to rally support and negotiate conflict in the politically divisive and controversial world of health and health care. Conflict is inevitable in politics, and coalitions create many potential sources of conflict that need to be thought through and anticipated. On Chapter 6 of the Lead Text …
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Dialectics: Conflict Engagement NOT Conflict Resolution
As noted, leaders need to orchestrate healthy conflict. Indeed, some say that the only thing worse than open conflict is uneasy peace. The theory of dialectics shows us that conflict may not be bad, and the challenge for leaders is to ensure conflict happens in a way that supports progress. To learn more, please watch …
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Leaders Orchestrate
An orchestra is a large ensemble of instrumentalists, especially one where the members play a variety of different instruments. Amazingly, an orchestra combines these multiple different instruments into a cohesive, pleasant listening experience (that is, if you appreciate classical music). Thus to “orchestrate” is to design or organize something, like a plan or a project, …
Trek Objectives – Leaders Orchestrate Conflict (T-19)
Trek Overview Domain: Develop CoalitionsCapability: Navigate Socio-Political Environments This Trek focuses on how leaders can engage with conflict to enhance organizational performance. By the end of this Trek the learner will be able to: Define what is meant by the term “orchestrate” Determine the difference between conflict resolution and conflict engagement Apply dialectical thinking to …
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Four Actions for Knowledge Mobilization – Leaders Mobilize Knowledge (T-16)
The four actions are: Make explicit the implicit assumptions coalition leaders bring to the task of knowledge mobilization; Make mobilizing knowledge a formal intent of the coalition; Focus on gathering and sharing knowledge that will help leaders work together; Assess each organization’s capacity to absorb knowledge and put it to good use. Consider a coalition …
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Heroic Deed – Leaders mobilize knowledge (T-16)
It’s been noted that one of the main barriers to effective knowledge mobilization is the willingness within coalitions members to absorb knowledge. Please refer to the below Learning Moment in Chapter 8 of the LEADS text. Please also read the vignette about Holland Bloorview above the Learning Moment. What were some actions that were undertaken to …
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